eShipping is excited to announce our newest addition to the team… Nick Bland, Senior Manager of International Services.
Nick Bland earned his degree in International Business from Bellarmine College in Louisville, KY. Since that time, he has garnered over 13 years experience in International Logistics, spanning account management, sales, import supervising, and export management.
As a licensed customs broker, Nick comes to eShipping with extensive proficiency in U.S. Customs and Border Protection, Department of Commerce, BIS, EAR, and ITAR. Nick is also active in the International Trade Council of Kansas City and holds the position of Programming Chair.
Nick Bland joined eShipping in 2011 as the Senior Manager of International Services. His primary focus is on the leadership of the International Services division and operation of all import/export activity. He will have a strong focus on procurement of international vendor partnerships and maintaining compliance with all government regulations. Nick will also support customer service efforts of all services related to shipping internationally, enabling eShipping to expand as a force in the International playing field.
Nick resides in Kansas City North with his wife and two children.
Matt Weiss, recently named eShipping’s Chief Business Development Officer (CBDO), earned his CSCP designation in early March, a significant move toward further establishing eShipping’s position among the ranks of our larger, capable industry competitors on a global scale. “With the pace at which our marketplace changes, it is imperative to remain a student of the industry, mastering new topics and challenges we face daily as supply chain and logistics specialists” said Matt Weiss.
The APICS CSCP (Certified Supply Chain Professional) designation is among the top accolades a supply chain professional can earn. With four challenging learning modules, participants receive a broad, encompassing view of global end-to-end supply chain management, with specific focus on cutting edge new developments and concepts.
One specific topic covered was “Using Information Technology to Enable Supply Chain Management.” With eShipping’s continuing focus on providing robust TMS technology as a core offering, this knowledge set and understanding on how to use ERP systems and other technologies to improve the supply chain process will benefit the eShipping sales and training staff, new and current clients, and future programs implemented at eShipping.
About Matt Weiss
Matt Weiss graduated from The Ohio State University with a B.S.B.A. in Business with a specialization in Operations Management & Logistics. Matt was recruited by UPS Freight Services where he specialized in International Freight Forwarding and then managed multiple Logistics operations for UPS Logistics. As UPS combined Logistics and Freight Forwarding into UPS Supply Chain Solutions, Matt traveled the US, developing concepts to integrate supply chain needs into the total 3PL environment. With this expertise, he was recruited by Panalpina, Inc. to manage Business Development out of Denver, Colorado. In 2007, Matt accepted his role at eShipping and serves today as Chief Business Development Officer, with a key focus on revenue-generating business activities and the strategy and general oversight of our product solutions.
About APICS The Association for Operations Management
APICS The Association for Operations Management is the global leader and premier source of the body of knowledge in operations management, serving nearly 33,000 members globally. The APICS education and certification programs are recognized worldwide as the standard of professional competence in production and inventory management, operations management, and supply chain management.
The evolution of the third party logistics (3PL) company dates back to the 1970‚Äôs and 80‚Äôs, through deregulation, as manufacturers and retailers began outsourcing logistics services to third party entities. Since then, the industry has seen continual change and expansion of services to cover specific geographic regions, modes of transport, and commodities. I consider myself privileged to have served the logistics community for many years, participating in what I consider one of the greatest service industries in America.
As a logistics provider, we are fortunate to work with the very individuals who drive the economic engine of our country, and the people who make this country great. Those entrepreneurs, operations managers, freight carriers, technology companies, CFO‚Äôs and the mainstay of America‚Äôs workforce that drive efficiencies and production while moving goods both domestically and internationally. As always, our responsibility as a 3PL is to streamline processes, provide efficiencies, and increase savings to our customers and providers through the culmination of experience, expertise, technology, high integrity, and most importantly, relationships.
The relationships nurtured by a 3PL company are a vital lifeline for the successes or failures we see, and instrumental in providing the best possible support to each and every customer. None more so than the relationship with Less Than Truckload (LTL) carriers, who 3PL companies depend on daily. Unfortunately, with the gradual evolution of the 3PL industry, this relationship has become damaged and counterproductive for all parties involved.
Numerous factors have fostered the inefficient and ineffective relationship between many 3PL companies and LTL carriers:
Low Barrier to Entry.¬† There is minimal regulation and low barrier to entry into the 3PL marketplace, which allows many unqualified individuals to create a business with very little capital and a limited vision beyond simply making money for themselves. Their start-up business is often funded by customers‚Äô freight they bring with them from a previous logistics job. This low barrier to entry also allows individuals with minimal respect for the business process to become a ‚Äúlegitimate‚ÄĚ player in the 3PL industry.
Auction House.¬† 3PL companies have held carriers hostage for years by developing relationships with key people in the customer‚Äôs organization, then becoming an auction house for their freight. Once the auction is complete, the 3PL company keeps a portion of the savings, which often results in more earnings to the 3PL company than the carrier who has acquired 100% of the risk involved. Many 3PL companies offer very limited services beyond this cost reduction process to justify their payment, which leaves carriers and customers disenfranchised.
No True Partnership.¬† Programs between carriers and 3PL companies are rarely, if ever, truly formalized. There is a hesitancy by 3PL companies to make a carrier their primary carrier and truly develop a mutually beneficial relationship. This avoidance of any meaningful program and relationship hinges on the fact that it would limit the 3PL company‚Äôs ability to do business with any prospective client or provide any carrier in the marketplace. There are many 3PL companies that avoid vested carrier relationships because it is simply easier to earn a profit by making the easiest sell ever (‚Ä¶ ‚ÄúClient X, I can get you a lower rate with the exact same carrier you are using.‚ÄĚ) This type of sell bears nothing but distrust and apathy.
The culmination of those select low integrity operations and general distrust between 3PL companies and LTL carriers has created unnecessary obstacles for quality 3PL companies (which there are many of) in the marketplace. LTL carriers have been taken advantage of and 3PL companies find it difficult to navigate the LTL future due to the actions of some of their counterparts. Worst of all, customers feel the strain in this relationship and are left caught in the middle, with little support or faith in the system.
It is for these reasons that a paradigm shift must occur in this industry. Its continual evolvement is paramount for the health and longevity of this industry. It is possible to provide both carriers and customers value as a 3PL company. We must initiate open dialogue on this topic to repair and protect the relationship between 3PL companies, LTL carriers, and customers. Changes to the industry will not happen overnight. They are evolutionary, not revolutionary changes.
The following three topics are just a few of many ideas that could be discussed and acted upon to draw out the discourse and inefficiencies all parties are encountering:
Make a Choice.¬† Carriers should select a limited amount of 3PL companies with which to work. Carriers are going to have to decide who fits and who doesn‚Äôt, and feel comfortable with the others walking away.
Standardize and Enforce.¬† Carriers have the ability to set the terms of the engagement. Why not standardize terms and pricing with the 3PL companies the carrier selects as their partners? Let the best value provider and sales team as a 3PL company win. Enforce breaches in rules of engagement. Back solicitation and late payment could be enforced much stronger in our industry.
Limit the Carriers.¬† 3PL companies should limit the carriers in their portfolio. Do 3PL companies really need eight national carriers and 40 regional carriers with whom they work? Why not limit the carriers and deepen the relationship that exists? The carrier, 3PL company, and customer would all benefit from the carrier and 3PL company working closer together. The best carriers should partner with the best 3PL companies and drive the best solutions.
Examples of true collaboration:
3PL companies and carriers reviewing together the freight characteristics in detail to understand the best fits for the carrier and customer. Taking into account the length of the agreement, type of freight, lane fit, etc. With a partnership, there will be a much higher ratio of ‚Äėwin‚Äô to bid for the carrier which also greatly reduces the cost of doing business. This will eliminate trolling for pricing with the carriers.
Holding joint sales calls with 3PL company prospects in order to help secure the business for both parties and project a unified front to the customer with joint support.
Carriers assisting in training the 3PL operations and sales teams on their unique and specific product lines.
Enhancing electronic communication between the carrier, 3PL company, and customer. Automating pick-ups, tracking interfaces, and payment processes to drive down costs.
Bottom line, it‚Äôs time to start the discussion. These are but a few suggestions to open the dialogue. Both carriers and 3PL companies can offer much value to one another. However, without a paradigm change, both parties are limiting the potential of the relationship and reinforcing the negative divide and atmosphere currently clouding our industry. Let‚Äôs continue the evolution.
This spring, we are on the move with the addition of two new team members¬†to our Operations Department and¬†continued expansion of our Full Truckload division. In our ongoing effort to provide only the best client service possible, we are excited to introduce our newest team members, who will play vital roles in managing inbound and outbound freight across all modes:
Clint Keith¬† graduated from Northwest Missouri State University in 2008, with a Bachelor of Science degree in Marketing. He joins the eShipping team as a Full Truckload Specialist, bringing with him past logistics experience from C.H. Robinson. Clint is proactively involved in the expansion and strategic development of the eShipping Full Truckload division. He operates both as a transportation broker and client care specialist, booking shipments and tracking them from pickup through delivery.¬†
Clint lives in Platte City with his wife, Hollie, and daughter, Macie.
Chris Nyenhuis¬† graduated in 2006 from the University of Missouri ‚Äď Columbia, with a degree in Political Science and Sociology and minor in Business. Chris currently serves as a Transportation and Customer Care Specialist, specializing in all modes of transportation supported by eShipping. With prior sales experience at Freight Quote and IKON Office Solutions, Chris is a key player in maintaining high client care standards in the Operations Department and Inbound Freight Program, responding to client requests and questions while managing the pickup, delivery, and routing of freight.
Chris resides in Liberty, MO with his wife, Anita Nyenhuis.
Reid Allison¬† graduated from the University of Central Missouri in 2010 with a degree in Business Management. Reid currently serves as a Transportation and Customer Care Specialist, specializing in all modes of transportation supported by eShipping. He is a key player in maintaining high client care standards in the Operations Department, responding to client requests and questions while managing the pickup, delivery, and routing of freight. Reid also contributes to the overall efficiency of the Inbound Freight Program, facilitating the execution of all manual shipments.
KC SmartPort Selects eShipping as TDE Technology Partner
KC SmartPort and its partners at the Mid-America Regional Council, KDOT and MoDOT are excited to announce the selection of eShipping as the TDE Phase III technology partner.
eShipping, headquartered in Parkville, MO, is a leading technology and logistics company. Its comprehensive Transportation Management System (TMS) brings to the TDE project a suite of solutions, including shipment optimization and execution, automated shipment tracking, historical shipment analysis and reporting, bill payment and invoicing, and seamless cross-platform integration. ‚ÄúThe TDE Board and our public sector partners are extremely excited about the selection of e Shipping. The membership base of the TDE will benefit from the entrepreneurial nature of the eShipping team,‚ÄĚ said Chris Gutierrez, President of KC SmartPort and Executive Director of the Trade Data Exchange.
Its selection by the TDE team is a strong step forward for the TDE and its technology solution offering to supply chain companies on a global scale. The final solution will be a comprehensive shipping system to drive costs and inefficiencies from supply chains. ‚ÄúWe could not be more excited about this partnership and the opportunity to develop a system that builds upon the strengths of all parties involved and provides a solution that creates cost savings and intangible benefits to companies of all sizes,‚ÄĚ said Chad Earwood, President and CEO of eShipping.
eShipping is excited to welcome the newest addition to our company, Kenneth Wilson, who will serve as Senior Manager of Full Truckload. With over 25 years experience in the transportation and logistics industry, Kenneth brings solid knowledge and management skill sets to eShipping, where he will be instrumental in the expansion and strategic development of the eShipping Full Truckload division.
Most recently, Kenneth was with MIQ Logistics, formerly YRC Logistics, where he was a pivotal asset in growing the Truckload Division from $7 million to its highest annual peak of $45 million. Throughout the years, Kenneth has also held management positions for a Full Truckload broker and a brokerage/asset-based company, supporting some of the largest refrigerated customers in the industry. Kenneth‚Äôs expertise and willingness to try new, innovative operation and sales methods has been the key to his longtime success in the industry.
Kenneth currently resides in ¬≠¬≠¬≠¬≠¬≠¬≠¬≠¬≠¬≠¬≠¬≠¬≠¬≠Kansas City, MO with his wife Candace and son Henri.
What an exciting time for eShipping… It is the beginning of a new year, which brings new goals, new challenges, and most certainly new opportunities. We ended 2010 very strong, and busier than ever, with the Sales and Solutions Teams welcoming several new clients to the eShipping family. We’re only 11 days into the new year, and we are not slowing down. Q1 will include the launch of the new eShipping transportation management system as well as the expansion of several departments.
If you have experience in the transportation technology or logistics fields, and would like to learn more about Careers and Inspired Opportunities within the eShipping family, please visit http://eshipping.biz/careers.html. We are looking for talented individuals to join our Operations Team and a Sr. Full Truckload Manager to continue building on the solid foundation in place in the FTL arena.
Send your cover letter and resume to Careers@eShipping.biz. We value every member of this team and the contributions they make each day.. We¬†look forward to a productive and meaningful year ahead!
eShipping was most recently given the spotlight in the feature article “Intersection of Opportunities” found in the November edition of¬†KC Options Magazine. Thank you to author, Jennifer Hornbaker, for her¬†insightful portrayal of Kansas City’s¬†thriving freight market.¬†
As a transportation technology and solutions provider, eShipping remains committed to continuing education and certification training for members of our Operations and Solutions team. eShipping recently engaged Transformance Advisors, Inc. to conduct a three-day Certified Supply Chain Analyst (CSCA)¬†program at our headquarters in Kansas City.
“In this industry, transportation costs often rank in the top four business expenses of any company,” says Matt Weiss, Director of Solutions at eShipping. “At eShipping, our team analyzes each piece of the operational process in order to tailor and implement fundamental best practices to control transportation spend and maximize efficiencies at any given company. The key to this however, is taking a step back and truly understanding the entire supply chain and how transportation and logistics fits seamlessly into that system.”¬† READ MORE…